Organizational Behavior

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Organizational Behavior

• Organizational Behavior (OB)
• The study of actions that affect performance in
  the workplace.
• The goal of OB is to explain and predict actions
  and how they will affect performance.
• OB focuses on three levels individual, group,
  and organizational.
• Win-win Situation
• A situation in which both parties get what they
  want.

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Personality

• Personality
• A combination of traits that classifies
  individuals.
• Developed based on genetics and environmental
  factors.
• Affects the long-term performance of individuals.

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Single Traits of Personality

• Locus of control
• External outside forces are in control.
• Internal individual is in control.
• Optimism versus Pessimism
• Risk Propensity
• From risk taking to risk avoidance.
• Machiavellianism
• The degree to which people believe that ends
  justify the means and use power to get what they
  want.

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Big Five Personality Traits
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Emotional Intellegence
EQ tests http//www.ihhp.com/quiz.htm http//ei.ha
ygroup.com/resources/default_ieitest.htm http//ww
w.allthetests.com/emotional.php3
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Perception

• Perception
• The process of selecting, organizing, and
  interpreting environmental information.
• Based on internal factors (e.g., personality) and
  external factors (e.g., accuracy of information).
• Self-esteem describes how individuals perceive
  themselves.

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The Attribution Process

• Attribution
• The process of determining the reason for an
  individuals behavior.
• Situational out of the control of the
  individual.
• Intentional individual is consciously behaving.

Model 91
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Bias in Perception

• Selectivity
• Screening information in favor of the desired
  outcome.
• Frame of Reference
• Seeing things from your point of view rather than
  anothers.
• Stereotypes
• The process of generalizing the behavior of a
  group to one individual.
• Expectations
• Perceiving what is expected to be perceived.

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Attitudes

• Attitudes
• Persistent positive or negative evaluations of
  people, things, and situations.
• Attitude Formation
• Attitudes are based on perceptions.
• Attitudes and Behavior
• Attitudes reflect feelings and affect behavior.
• Pygmalion Effect
• Managers attitudes and expectations of employees
  and how they treat them largely determine
  employee performance.

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Attitudes

• Attitudes and Job Satisfaction
• Job satisfaction is a persons attitude toward
  his or her job.
• Job Satisfaction and Performance
• Affects absenteeism and turnover.
• Doesnt guarantee performance.
• Affects off-the-job behaviors.
• Determinants of Job Satisfaction
• Personality, the work itself, compensation,
  growth and upward mobility, coworkers, management
• Parkinsons Law
• Peter Principle

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Power

• Power
• The ability to influence others behavior.
• Position power
• Derived from top management and is delegated down
  the chain of command.
• Personal power
• Derived from the follower based on the
  individuals behavior.

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Sources and Bases of Power

• Coercive Power
• Involves threats and/or punishment to influence
  compliance.
• Connection Power
• Based on the users relationship with influential
  people.
• Reward Power
• Based on the users ability to influence others
  with something of value to them.

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Sources and Bases of Power

• Legitimate Power
• Based on the users position power given by the
  organization.
• Referent Power
• Based on the users personal power relationship
  with others.
• Information Power
• Based on data desired by others.
• Expert Power
• Based on the users skills and knowledge.

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Sources and Bases of Power
Exhibit 91
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Organizational Politics

• Politics
• The process of gaining and using power.
• Political Behavior
• Networking
• The process of developing relationships for the
  purpose of socializing and politicking.
• Reciprocity
• Involves creating obligations and developing
  alliances and using them to accomplish
  objectives.
• Coalition
• A network of alliances that will help a manager
  achieve an objective.

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Political Behaviors and Guidelines for Developing
Political Skills
Exhibit 92
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Managing Conflict

• Conflict
• Exists whenever people are in disagreement and
  opposition.
• Functional Conflict
• Exists when disagreement and opposition support
  the achievement of organizational goals.
• Dysfunctional Conflict
• Exists when conflict prevents the achievement of
  organizational goals.
• Complacency and confrontation are both
  dysfunctional forms of conflict.

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Conflict Management Styles
Exhibit 93
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The Negotiation Process
Model 92
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The Collaborating Conflict Style
Model 93a
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The Collaborating Conflict Style (contd)
Model 93b
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The Collaborating Conflict Style (contd)
Model 93c
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The Stress Tug-of-War
Exhibit 95